Tackling Business Challenges - Lessons Learned from the 2023 Rugby World Cup - Part 3 WTF??!! Unexpected Events and How to Handle Them
Introduction
This marks the third post in a series of discussions that connect aspects of rugby (*cough* the greatest sport on the planet) and explore its relevance to the business world. In our second discussion (Part 2: Mike Tyson on Planning, Planning, and More Planning), we discussed using planning as a skill to develop attributes that will consistently help over time. We now shift gears to the next topic:
Part 3: WTF???!!! Unexpected Events and How to Handle Them
In sport, business, and life, unexpected events are the norm.
This might be one of the topics I'm most excited to discuss. Reacting to "unexpected" events will help define our ability to navigate the complexities of life.
Note: I've put quotations around "unexpected" because with solid planning, you tend to identify many of the things that could occur. While not true to the literal sense of the word, I'm talking mostly about how we respond to changing landscapes or events.
Firstly, for this post, I'm going to give my definition of what I think "handling" unexpected events means.
To me, the three most important qualities to focus on when these events occur are:
My first inclination in this post was to reel off all of the twists and turns that took place during the 2023 RWC and then line up business events with those. Then I started mentally listing some of the events like: England's red card in the first pool game vs. Argentina (crucial game), the Antoine Dupont injury to France, Sam Cane's red card in the finals, and so on.
The list got too long, and my squirrel brain couldn't create a post short enough, so I'm going in a different direction - and I'm also going to cheat.
Rugby Example: The infamous Daniel Carter injury in the 2011 RWC pool stages
I mention that I'm cheating because a) this isn't the 2023 RWC, and b) I had a front-row seat to this one unfolding.
In the 2011 RWC on the Friday before NZ's last pool game against Canada, Dan Carter tore his groin muscle in the captain's run less than 36 hours before kickoff. With Dan's impact on the team, his role in managing the games, the weight of the nation at home, and the terrible timing leading into the quarter-finals, this could have been catastrophic. The unreal part of this story is that the next player in that position was Colin Slade, who then also was injured before the final, leaving the door open for the third choice Aaron Cruden to keep NZ's hopes alive in the finals against France. Wildly, Cruden went down 30 minutes into that final, and in steps Stephen Donald, who only a few weeks before was fishing on the Waikato River when he got the call from Graham Henry to join the squad as the 4th or 5th selection at fly-half. Donald coolly kicked the winning penalty goal partway through that match and went on to become a massive part of the All Blacks folklore as a result. You couldn't have scripted the movie any better.
Mindset
There are a number of different mindsets we could highlight in this story. Notably the mindset of the team and staff, the mindset of the replacement players, and the mindset of Dan Carter himself. In the interest of time, I'll focus only on the last one - the mindset of Dan himself.
I've just finished reading The Art of Winning, which is a new release by Dan Carter who chronicles many of the ups and downs in his career and how they translate to life after rugby. A fantastic read/listen that I would recommend to anyone (The Art of Winning: Lessons in Leadership, Purpose and Potential: Carter, Dan: 9781529146196: Books - Amazon.ca).
In his book, he talks directly about his mindset and how he built personal resiliency with his own special framing question which was:
“Ok, so what does an All Black great do?”
In effect this question allowed him to pause and reflect but also to create a set of values that from that moment on guided his career. Pay close attention to the language used also, as he has set the bar high with the word "great".
Additionally, talking specifically about his injuries and his mind set around those:
“I wouldn't be the man I am today if it wasn't for the setbacks, the difficulties, and the injuries along the way.”
As I think about these two things in the context of business, a couple of things stand out for me here:
The important part to consider is how you respond when things don't go the way you like. How you set your mind to mastering the emotions will dictate how clearly you can think and how quickly you can respond to adverse scenarios.
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Before we move on to the next two elements to focus on, here are two more books worth reading on mindset if you haven't already: "Mindset" by Carol S. Dweck and "Extreme Ownership" by Jocko Willink and Leif Babin.
Assessing the Options in an Appropriate Timeframe
After you've steeled your mind to comprehend an unexpected event, the next important thing is assessing the options available in the appropriate timeline. This is key because we need to know what options are available to us and we also need to know how quickly/slowly we need to act (not all unexpected events need a quick reaction). In the Dan Carter example, Graham Henry had to understand who was going to fill those shoes, who would surround that person to support (i.e. change the makeup of the team), who was then the backup to the former backup, and then who would eventually replace that person. Those decisions had to be made over the course of 1 day, 1 week, and 3 weeks. Different time frames for different key decisions.
In business, I know you've already completely absorbed my last post and have committed to memory the act of planning, so you will have multiple different options available for every scenario… But in case not, when an unexpected event occurs, as a leader, a quick exercise of socialization inside your walls will help give perspective. If time permits, ask a number of people their perspective and weigh your options with those that are given. Make sure that you have a few devil's advocate-style opinions also (the other side of the coin), so that you don't get blinded by a knee-jerk response.
Acting Quickly with Clear Direction
When Dan Carter goes down the night before a match, the structure of an international rugby team allows for replacements to immediately fill the spot. It doesn't give much in the way of time for planning or gelling the squad, but you can bet that there have been ample reps with different team members in the weeks leading up to that match. The important part is that the whole squad recognized that the game plan was still the same, the tactics still the same, and the skill level from 1-15 was still extremely high. In that instance before the Canada match, it was more likely a position of just stay the course and start prepping for what will happen in the quarter-finals onward.
In business, we have a term in our office called Ready, Fire, Aim. In this context, it is extremely important to take the right amount of time with the "ready" portion (as outlined above) but then equally important is being able to "fire". This is especially crucial when an unexpected event occurs as action is a very key step. Many great leaders know that they still have the ability to course correct once they leap into action, so they use the "aim" component once they've started to put in play their solutions. Avoiding analysis paralysis is more art than science, but once you've established a great mindset, assessed all of the options available and had some practice kicking them off, this becomes more natural.
Conclusion: Handling the Unexpected in Rugby and Business
In the dynamic landscape of both sports and business, the ability to effectively respond to unexpected events is paramount. In this post we've explored the qualities essential for handling such situations, focusing on mindset, assessing options, and acting quickly with clear direction.
We learned from the unforgettable story of Dan Carter's injury during the 2011 Rugby World Cup that a resilient mindset can transform setbacks into opportunities. Embracing high standards and using setbacks as stepping stones are powerful principles to guide us in our careers and lives.
Assessing available options within the appropriate time frame is key, just as it was for rugby coaches making quick decisions to adapt to unforeseen circumstances. In the business world, considering different perspectives and incorporating devil's advocate opinions can prevent hasty decisions and illuminate the path forward.
Acting swiftly with a clear sense of direction, akin to the "Ready, Fire, Aim" approach, is crucial for leaders facing unexpected challenges. While mistakes may occur, the ability to course-correct and adjust the trajectory is a hallmark of successful leaders.
In conclusion, whether on the rugby field or in the boardroom, our capacity to respond to the unexpected events that life throws our way defines our ability to navigate complexities and seize opportunities. The lessons from rugby can be seamlessly applied to the business world, offering valuable insights on handling the unpredictable with grace and determination.
Signing off as the humble custodian (until I get dropped) of this blog-space,
Ryan
P.S. When Daniel Carter undoubtedly reads this:
Dan - I have a jersey that we traded from a test in 2007 in Hamilton, where we played opposite one another. It is framed in my basement and I tell all my friends that you have mine framed in your basement too. Can you please corroborate my story? Thanks... :)
P.P.S. If you ever find yourself in Calgary, could you sign mine... err...
Up Next:
Part 3b: Generals and Soldiers - Leadership at all levels (this one is recently added as an inspiration hit me during a quiet moment)
Part 4: Win or Lose, we Hit the Booze - Celebrating Meaningful Events
Conclusions: Leaning on ChatGPT to wrap it all up...